Attrition woes for Indian corporates.....

In the course of the day, two pieces of information I stumbled on set me thinking..... The 1st one was in Gautam's blog which dwelt upon a Yellojobs survey in the country... Read it at http://gauteg.blogspot.com/2008/01/another-survey-on-attrition-reasons-in.html The other was in Business Standard which spoke of the measures taken by a leading corporate in the manufacturing space in the country, including effective hiring and reskilling strategies for the employeess across the hierachy, which has resulted in almost no attrition in the huge work force of the organisation (its the Jindal group, if you would be keen to know.... ) I would imagine that the effective tool to manage attrition in todays scenario is to provide abundant clarity on the organisational growth as well as the individuals growth... it is my personal experience that even the best of workers and performers lose steam when they lack clarity on what the organisation is doing in the medium term or long term....... The other most common reason, stated sometimes in exit interviews, and more often not stated is 'a bad boss'...... I think most organisations either turn a blind eye to this factor fearing the 'how to sensitise the business leader' sans the risk of losing him/her... but i would opine that whichever organisation does this risks a whole 'performing lot' by sheer inability to skill the leader in the basics of people/performance management.... So, apart from the whole lot of 'well researched' reasons, two crucial issues that can influence attrition downwards are : Sensitise the business leaders, and reskill them too, and also plan/provide to reskill the majority of the organisational workforce.